Worth 4e ch 09 Human Resource Management in NPOs

Chapter 9:
Managing
Staff and
Service
Volunteers

• Formal systems used to ensure the
organization is applying peoples’
knowledge, skills, and abilities to achieve
organizational goals.
• Recruitment and selection
• Training and development
• Compensation and benefits
• Evaluation and promotion
• Dismissal
Human Resources Management
Worth, Nonprofit Management Principles and Practice 4th Edition. SAGE Publications, 2017. 2

• Employment law
• Wages, hours worked, and workplace safety
• Prohibitions of discrimination
• Disparate impact
Human Resources Management (cont’d.)

• Frederick W. Taylor
• Scientific management
• Emphasizes procedures and systems
• Time and motion studies
• People operate more like machines
Overview of Management Theories

• Hawthorne Plant Experiments
• Influence of social and psychological factors
• Attention of supervisors influenced worker
performance
Overview of Management Theories (cont’d.)

• Maslow’s hierarchy of needs (1954)
• Human needs progress from lower levels to
higher levels as lower-level needs are met
• Physiological
• Safety
• Love/belonging
• Esteem
• Self-actualization
Understanding Human Motivations

Maslow’s Theory

• McGregor's Theory X and Theory Y (1960)
• Theory X
• Workers are not motivated
• Theory Y
• Workers are motivated
Understanding Human Motivations (cont’d.)

• McClelland’s Three Needs Theory (1961)
• Managers have their own psychological needs
that influence how they manage subordinates
• Need for achievement
• Need for power
• Need for affiliation

• Myers-Briggs Personality Types
• Personality test based on the theories of the
psychologist Carl Jung
• Identify personal insights about perspectives
and preferences
• May help individuals understand their own
behavior and that of others

• Herzberg’s Motivators and Hygiene
Factors (1968)
• Motivators (satisfiers)
• Individual’s feeling about the job itself
• Hygiene factors (dissatisfiers)
• Individual’s perceptions of the work
environment

TABLE 9.1 Summary of
Selected Motivation Theories

• Factors That Motivate Nonprofit Workers
• Congruence between personal and
organizational values
• Rewarding work
• Monetary and nonmonetary compensation
Understanding Human Motivation (cont’d.)

• Generational differences are shaped in
part by the economic conditions that
prevailed during the formative years and
critical historical events that occurred
within their lifetimes.
Life Cycles and Generational Differences

• Baby Boomers
• Born between 1946 and the mid-1960s
• Influences: Cold War civil rights movement
• Committed to institutions and organizations
• Motivated by praise, money, and position
Life Cycles and Generational
Differences (cont’d.)

• Generation X
• Born in the 1970s and 1980s
• Influences: Fall of the Berlin wall, invention of
the computer
• May be distrustful of large organizations
• Motivated by independence and involvement

• Millennials (Generation Y)
• Born after 1980
• Influences: Internet, 9/11 terrorist attack
• Motivated by work that provides meaning
and makes a difference
• Greater emphasis on financial compensation

• Managers should be
• Reflective about their own motivation
• Aware that what motivates them may
not motivate others
• Realistic about extent they can motivate others
-Denhart, 2013
Applying Theories to Managing
the Nonprofit Workforce

• Managers should
• Set clear and challenging goals
• Think about salience of rewards
• Be honest about availability of rewards
• Treat people equitably and fairly
-Denhart, 2013
the Nonprofit Workforce (cont’d.)

• Managers should
• Make work satisfying
• Make work meaningful
• Support life stages of staff and volunteers
-Denhart, 2013
the Nonprofit Workforce (cont’d.)

• Volunteer workforce statistics
• 13 million Americans volunteer
• Provide 8 billion hours of service
• Predominantly between 35 and 44 years old
• Female
Managing Volunteers

• Spot—Casual and not repeated
• Episodic—Time to time
• Regular—Makes a regular commitment
• Marginal—Encouraged or mandated
• Virtual—Participates electronically
• Vacation—Travel projects
Types of Volunteers

• People who volunteer tend to
• Have diversity of friendships
• More education
• Intense religious beliefs
• Participate in social groups
Motivations of Volunteers

• Why people volunteer?
• Motivated by mission
• Desire to advance a cause
• Desire to repay for some benefit received
• Altruistic reasons
• Benefits received
Motivations of Volunteers (cont’d.)

• To motivate volunteers managers should
not:
• Apply pressure
• Set deadlines
• Be over controlling
Motivations of Volunteers (cont’d.)

• Appropriate jobs for volunteers
• Work that does not require special skills
• Work that requires stills staff don’t have
• Work that would not otherwise get done
• Work not requiring deadlines
• Work that can be done off site or after hours
• Work that requires extra attention
• The Hands On Network
Volunteer Program Practices

• Assess the need of volunteers
• Determine structure of volunteer programs
• Develop volunteer job descriptions
• Develop formal volunteer policies
• Provide resources to managing volunteers
Volunteer Program Practices (cont’d.)

• Provide orientation and training
• Set clear goals
• Evaluate performance
• Recognize achievement
• Recruit and hire volunteers as employees
Volunteer Program Practices (cont’d.)

• Distinct Specialty
• Paid professionals
• Training programs
• University-based and online courses
• Professional certification
Volunteer Management as a Career Field

The Future of Volunteerism
• Old Volunteering
• Based on
connections
• Sense of
membership
• Altruism
• Collective good
• New Volunteering
• Not loyal to any
particular
organization
• Choosy about what
they do
• Expect some
personal benefit
from the experience

• “Human resources management (HRM)
involves the design of formal systems 
to ensure the effective use of [individuals’]
knowledge, skills, abilities, and other
characteristics  to accomplish
organizational goals.”
-Pynes (2013)
Human Resources Management

Worth 4e ch 09 Human Resource Management in NPOs

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